Strategy Management
A strategy is only as good as the review that follows it.
We help leadership teams turn a strategic plan into objectives, KPIs and initiatives that are owned, measured and discussed at every level, so the strategy shapes decisions, not just documents.
Nuralta · Strategy, GRC and performance advisory
What it is
The discipline of carrying out a strategy
Strategy management covers the strategy map and its objectives, the KPI framework that measures them, the portfolio of initiatives that should move them, and the periodic reviews where leaders decide what to change. It also covers the cascade: how corporate objectives translate into targets for each business unit and department.
It is for chief strategy officers, strategy and performance offices, and executive teams, particularly in government and semi-government entities that must show how their plans align with national and sector-level priorities.
The problem
Plans approved once, then left on the shelf
A new strategy is usually well written. What follows is harder: too many KPIs with no agreed definitions, initiatives tracked in separate spreadsheets, and business units reporting against targets that no longer match the corporate plan.
By the time the quarterly review arrives, the meeting is spent reconciling numbers rather than deciding what to do about them. The strategy office becomes a reporting office, and the link between effort and objectives is lost.
How we work
From strategic plan to performance review
Clarify objectives and the strategy map
We work with leadership to reduce the plan to a small set of objectives, each with a clear owner and a visible link to the organisation's wider mandate.
Define the KPI framework
Every KPI gets a definition, a formula, a data source, a frequency, a target and an owner, so the number means the same thing to everyone who reads it.
Link initiatives to objectives
Initiatives and projects are tracked as a portfolio, each tied to the objectives it should move, with milestones, budget and status reported in one place.
Cascade to business units
Corporate objectives and targets are translated into unit and department scorecards, so each team can see its contribution.
Run the review cycle
We design the monthly and quarterly review routine (the agenda, the pack and the follow-up) and set up the strategy office to run it.
What you end up with
What remains after we leave
- A strategy map with a manageable number of owned objectives.
- A KPI dictionary that settles what each measure means and where it comes from.
- An initiative portfolio visibly linked to the objectives it serves.
- Scorecards cascaded to business units, consistent with the corporate plan.
- A review cycle where time is spent on decisions, not on reconciling figures.
Related services
Where strategy connects to the rest of the cycle
Governance, Risk & Compliance
Risk frameworks, control libraries and compliance programmes that stand up to the audit committee.
Read moreEnterprise Performance Management
Measurement, reporting and management information built around the questions leaders ask.
Read moreManaged Support
Corporater and SAP-integrated solutions kept running and improving after go-live, under agreed service levels.
Read moreAnalytics Advisory
Management and committee reporting, mainly on SAP Analytics Cloud, from your Corporater and SAP data.
Read moreNext step
Bring your current plan
We usually start from the strategy you already have: its objectives, KPIs and the last review pack. From there we can show where the chain from plan to decision breaks.